What are Hotels doing to develop the next generation of Leaders?
Followed a successful Mentoring Program implemented at the beginning of the year, the above important question arose.
Talent Management comes down to this- what are you doing now to develop and nurture the people around you? Do you believe in their talent? Are you willing to invest in someone today?
in an Economy where relationship is the common currency, Hospitality organizations who develop potential Managers multiply their effectiveness. It’s not enough, though; to simply recruit the best qualified leaders or what is even worst, to leave them in a stagnancy mode.
As a Hoteliers, we understand that the giving room to grow by implementing development programs is the highest calling of leadership.
The question now is: How can HR help cultivate talent, potential and continue to encourage people to make a positive impact on the organization?
There is a pile of evidence proving that sustainable business model in our industry is all about growing people and developing future leaders.
Remember, nobody is going to give a great leader to you. Leaders aren’t born with superior skills. They are nurtured, developed, trained, supported, encouraged, compensated, complimented and respected by the organization and by other mentors. Top questions your organization should ask:
Have you made a total commitment to the people around you?
If you really want to create a culture of Leading and Developing people, here are some suggestions for you:
Have you made a total commitment to the people around you?
If you really want to create a culture of Leading and Developing people, here are some suggestions for you:
1. Lead by Example first
Be visible about your own need to learn and develop and share what you learning. Embrace vulnerability. Great leaders are never more powerful than when they are shown to be in a learning mode.
2. Reinforce the value of growth
Go beyond the baseline conversation about company goals and strategy. Ask the people you lead, what they want to accomplish and what they feel their gaps are. When someone completes an assignment, celebrate both the outcome and the progress.
3. Build infrastructure to support talent development
Leaders should be expected to coach and develop their people. At a minimum, everyone knows what areas they need to improve upon, and for those with particularly high potential, leaders need to develop career tracks that give people a sense of where they can go inside the organization.
4. Reinforce the company’s cultural values
People should be able to find a link with their everyday tasks and responsibilities to the values in the organization. People need to understand why their contribution is so important.
Great leaders understand that everyday problems become opportunities for real world learning and development.
The question to organizations is; What are you doing for others?
7 Habits of Highly Effective Leaders!
Becoming an effective Leader requires more than just hard work. Today’s leaders face many challenges and in order to make a difference, you have to become a better leader. Leaders must develop a set of habits that can determine their success.
So you may ask, what’s the “secret cause” to becoming an effective leader? The truth is there isn’t a “secret sauce” to leadership. Leaders are not born, they are made. But there certain habits successful leaders practice whether you are an entrepreneur, business executive or a community leader.
According to world acclaimed author Stephen R Covey, there are seven simple habits that can make us more effective in life, leadership, and relationships. He taught us to be highly effective. And he educated us on how to lead ourselves.
Those seven habits are:
Must have a Relentless Purpose
If you want to be an effective leader, you need to have a daily purpose to know WHY you are leading. When I speak and mentor leaders and managers, I ask them WHY they want to be a leader. Is it the title? Is it more authority? Is it more money?? The answers can vary from person to person, but it’s important to know WHY you lead and for the right reasons too. Because if you are not leading for the right reasons, the people you lead will know the difference.
Must have a Bold Vision
The best leaders have a vision of where they want to go. They are not aimless. They share their vision for better things to come. As a leader, you must have an inspiring vision to gain support from key members of your team and organization. Walt Disney had a vision for creating the happiest place on earth. That was Disneyland. They told him it would be too expensive to build and whether the project would yield any profits. Many people were skeptical. But Disney had a bold vision to making it a reality.
They challenge the status quo
Leadership is not about getting comfortable with today’s results. You must think of ways to challenge the current situation. That doesn’t mean you are critical or negative, but simply looking for ways to create an environment of where new initiatives can replace old ways of thinking. A great way to challenge the status quo is to reflect on what your competition is doing and how you can challenge your organization to make waves in order to be an industry leader.
They must have credibility
Effective leaders are credible. Leadership authors, James Kouzes and Barry Posner found that when a leader is highly credible, his or her direct reports are more likely to follow. A leader’s credibility is the alignment of words and action. Credibility builds trust and integrity in the eyes of the people you lead. Without credibility, your employees are asking the question, “Why should I follow this leader?”
They ask questions
From my experience, most leaders don’t think about this important habit. After all, you don’t usually find “the ability to ask questions” on any list of managerial proficiencies; nor is it an explicit part of the curriculum of MBA schools. But asking questions effectively is a major part of a leader’s responsibility. It’s worth giving this skill a little more attention as part of your leadership habits.
They must listen well
If asking questions is important, the ability to really listen and understand your employees ranks at the top of the pyramid. People want to know that their input and frustrations are heard. They want to know someone is paying attention to their needs and valued their opinion. You don’t have to agree with everything, but you have to acknowledge the challenges and build trust with people.
They need to be accountable
You can’t be a great leader without being responsible. At times, things will go wrong or you will make mistakes, but the difference is how you owned up to those mistakes and whether you learned something from those setbacks. Accountability should not be a bad word. The most effective leaders, use accountability as an opportunity to say, “I messed up and here is what I have learned.”
Effective leadership is a difficult thing to pin down and understand. You know an effective leader when you’re working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective. Leadership can be learned. No one is born with leadership skills. You have to keep working at it every day.
Vestibulum gravida ante
Facilisis et molestie
Est elementum
Fermentum placerat
Set Performance Objectives
The Hoteliers Inspiration Performance Management Process helps you to write good objectives for the beginning of the next year, review progress during the year and rate performance at the end of it.
If you are a Manager or Director it will enable you to lead and motivate your team members, ensure they are working towards the Business Strategy goals, track your employee’s progress during the year and allow you to coach and mentor any performance gaps.
It’s an ongoing annual process and there are 3 key phases as follows:
Planning:
- Begin drafting your Key Performance Objectives (KPOs), for the following year, in November while completing your self-assessment for the current year
- Agree to objectives, with your manager, no later than December.
- If necessary, add measurements after the start of the new year
- After this, personal development plans are created
Mid-year Review:
- The mid-year review checks progress against objectives and personal development plans
- You can also amend your objectives to reflect changing priorities
Annual Review:
- Delivery against your objectives and the Leadership Competencies is reviewed and rated
- You also review progress against personal development plans
Hoteliers Inspiration and a final message
Be transparent, display high work ethic and communicate in all directions.
Executing any business strategies isn’t enough. You must also make sure that people understand what you’re doing and why. Avoid the rumor mills. Transparency drives trust and employee engagement.
When your key players feel secure, they are much more motivated and engaged as a result. It’s no wonder that companies with high trust financially outperform those with low trust.
If you are shifting your business strategy, show the role that everybody will play, show how you will realign priorities,be have accordingly and display high work ethics, this will help maintain loyalty and morale, and increases the acceptance of cuts and new strategic initiatives when applicable.
Fortunately, good morale does not require people to be happy or the market to be booming. In teams with
good morale people’s emotions contribute to, rather than subtract from, the unit achieving its goals.
Many of the best examples of high morale come from situations of great unhappiness and stress. Your job is to build your team’s focus and dedication. You cannot do so without building trust. And trust, it turns out, pays dividends during and after difficult times.
